A. Improve programs and services that foster community and enhance the student experience.
- Prepare for and implement the 2002 transition in residence selection.
- Successful integration of Residence Life Advisors (RLAs) into our residential support system.
- Support RA system in serving an increasingly effective role in FSILGs.
- Expand training/orientation of new Housemasters, GRTs and RAs.
- Expand training for all GRT's, RA's, JudComs, and ExecComs.
- Work with the Committee on Student Affairs to implement its goals for increased student-faculty interaction.
- Increase funding for student life: LEF, Weekends, etc., class Councils, routine repeating events, e.g., Comedy Collage.
- Collaborate on Diversity initiatives with the CCRR, Orientation, ATO, etc.
- Begin to redesign the Deans on Call system.
- Complete programmatic plan for Sydney and Pacific and prepare facility for implementation.
- Implement a new dining meal plan based on principles of community-building, enhanced service, food quality, nutritional offerings and financial feasibility.
- Increase programmatic offerings in Hobby Shop and Student Art Association to encourage participation of novice students in the creative arts.
- Ensure that curriculum, programming and administration of programs and/or courses follow professional standards and current trends.
B. Create intentional opportunities for increased collaboration.
- Continued relationship building with the UA, GSC, DormCon, ExecComs and Judcoms including FSILGs.
- Create opportunities to strengthen relationship with graduate students.
- Create additional programmatic opportunities to improve faculty-student interaction.
- Strengthen existing programs and services that focus on relations between and among faculty, students, and staff with an emphasis on maximizing the student educational experience and the quality of service provided.
- Fully integrate Campus Alcohol Advisory Board (CAAB) into our structure.
- Support strongly the adoption/implementation of the Mental Health Task Force recommendations.
- Continue to work proactively with the Cambridge Licensing Commission
- Deliberately create specific opportunities for mental, residence and programs staff to partner with Medical and strengthen working relationships.
- Continue to work closely with Campus Police and Medical on crisis management and alcohol transport issues.
- Hold more town meetings, forums, etc. to improve communication and community building.
- Work closely with Dean for Undergraduate Education on implementation of various Residence Based Advising programs, reorganizing Career Fairs in developing living-learning environments especially in Simmons as a model.
- Create strategic opportunities for building partnerships with Admissions, Registrar, Student Financial Services, Academic Resources, Office of Minority Education and Facilities.
A. Strengthen procedures and infrastructure related to risk management, safety, and security.
- Complete Crisis Management Plan (CMP) for DSL.
- Effectively link RLSLP with MITs emergency response support systems.
- Continue structural improvements on residence halls.
- Provide framework for clearly defined House policies, procedures, alcohol policy and the related responses to issues of noncompliance.
- Maintain equipment and facilities that meet and/or exceed industry standards for appropriate use and capacity requirements.
- Clarify policies and procedures regarding students in mental crisis.
- Work collaboratively to establish a clear set of policies and requirements for student readmission following mental crisis.
- Specify procedures and guidelines concerning involuntary student withdrawals.
- Continue to work with the FSILGs to strengthen their response to health and safety issues.
B. Strengthen infrastructure (facilities, staffing, and funding) to functionally support the mission and objectives of the areas that comprise the Division of Student Life.
- Complete Central Athletic Facility/ "Z" Center on time, at cost, with appropriate staffing plan.
- Complete facilities for Sydney and Pacific.
- Complete student-related construction in residence halls with minimal disruption to residents.
- Establish a business plan for Talbot House.
- Complete renovation of Next House Dining facility to both enhance operations at Next House as well as support the Simmons Hall Dining program.
- Develop new system and long-term plan for DSL facility renewal.
- Establish operational mission statement and enabling processes for the Office of Student Conflict Resolution and Discipline.
- Redesign Discipline System.
- Create operational mission statement and supporting objectives for Campus Activities Complex.
- Complete strategic plan for Athletics, Physical Education and Recreation and initiate implementation.
- Welcome our first Visiting Committee (VC) for DSL; welcome also the VC for Athletics.
- Complete IT discovery process in Athletics.
- Complete strategic plan for Student Center and Walker.
- Increase diversity within the Division through increased communication regarding resources, greater networking, professional associations, feeder groups, e.g., the Teen Work Program and the development of a partnership with the Special Assistant to the Vice President for Affirmative Action/Equal Opportunity.
- Ensure a work environment that is based on principles of dignity and respect.
- Hire Associate Dean for Alcohol Education and Community Development.
- Strengthen hiring/interview process to ensure that DSL consciously hires staff who can demonstrate behavioral as well as technical competence and skill.
- Focus on staff retention by increasing opportunities for professional development and strengthening communication across the division.
- Develop a performance management system that rewards behaviors that support the mission, strategic themes and objectives of the division.
- Establish DSL template for Special Events i.e., annual breakfast, holiday celebration and other community building activities.
- Institute annual professional development forums and activities for Department Heads and other staff.
- Establish DSL Support Staff Advisory Committee to focus on increased communication, sharing of resources and professional development opportunities.
- Submit FY2003 budget with capital as well as operating proposals, in all funds format, including business plans and feasibility analyses.
- Complete and implement business plans, including new facilities fees for Athletics, CAC and RLSLP.
- Implement dining business plans that have had comprehensive review and input from overall campus community.
- Maximize individual staff and overall organizational effectiveness through programs and activities that improve collaborations, connections, and organizational processes within and across DSL (including Housemasters, Graduate Resident tutors and Resident Advisors).
- Leverage opportunities for space changes and improvements that expedite the work of the division in specific and effective ways.
Copyright © MIT Dean for Student Life Office
Comments and questions to Dean Larry Benedict